1.

Four basic functions of management Management is the process of planning, organizing, directing (leading), and controlling of an organizations resources of a choice of goods. + Planning: determining what the organizations goals are and have to get them done. It relates to goal setting and strategic planning. + Organizing: determining how to arrange best, how to assign tasks, to be performed to achieve goals effectively and efficiently. + Directing (leading): involving in interactions between manager and their subordinates to meet the organizations goals. Managers give orders and demand results, guide and motivate employees. + Controlling: monitoring (theo di, gim st) activities and make corrections to make sure that performanices stay on its track (hot ng doanh nghip i ng hng) 2. Efficiency effectiveness Efficiency (Hiu sut) Effectiveness (Hiu qu) - A measure of how well/how productively - The defree (mc ) to which an resources are used to achieve the goal. organization to achieve the goals. - Comparing between outcome (kt qu) - Performing the percentage of tasks. and expenses. - Do right things (lm ng vic) - Do things right. (lm vic ng cch) - Effectiveness link goals (mc tiu anh - Efficiency link means. (p.tin thc hin lm c) cng vic). 3. Organisational Structure (Chain of Command, Span of control, Centralisation vs Decentralisation, Departmentalisation) Organisational Structure: identifies rights and responsibilities for each job position and relationships between these positions. + Organisational design: involves: Chain of command Span of control Centralisation vs Decentralisation Departmentalisation Chain of command (chui mnh lnh): consists of Authority, responsibility, Unity of command. Span of control (phm vi kim sot, qun l): the numbers of employees that a manager can manage effectively and efficiently .

Centralisation (tp quyn)

Decentralisation (tm quyn)

- The defree to which decision making is - The defree to which lower level concentrated at high-level of the organization employees can make decisions.
Departmentalisation (phn vic c th): jobs are grouped together into dapartment.

Tasks are assigned to different dapartment by function, product, location, customer. 4. Theory of Hierarchy of Human needs. A Maslow developed the Hierarchy of needs theory. This theory suggests that people rank their needs into 5 categories once they achieve a given category of needs, they become motivated (thc y) to reach the next category. 5/ Self-actualisation (t th hin mnh) - Maximization potential

4/ Esteem needs (c ngi khc tn trng, - Respect/ prestige/ power social status knh trng mnh) 3/ Social needs 2/ Safety needs 1/ Physiologigal needs (nhu cu sinh hc) - Social interaction/ acceptance by others. - Job security/ safe working condition - Foods, shelter, clothing

The hierarchy of needs theory can be useful for motiving employees bacause employees may be at different levels , therefore if manager recognizes employees needs, they can manage subordinates better. Theory X: A management approach based on the belief that working people: lazy, irresponsible, uncooperate must be forced, punished, rewarded => motavate them. Theory Y: Based on the belief that the working: hard-working, enthusiatic, cooperate. Measures: motivate them to achieve higher needs. Theory Z: It allows employees to paticipate in decision-making => employees can develop various skills and have a more flexible career paths. Expectancy theory: Holds that employeess efforts are influenced by the expected outcome for those efforts. Rewards must be desirable to employees think that they have a chance to get the reward. Equity theory: Suggests that compensation should be equitable or in proportion to each employees contribution

5.Five components of HRM (Human resources management) HRM activities that managers engage into attract and to retain high performers and contribute the accomplishment of companys goals.
Recruitment and selection

Labor relations

Training and development

Pay and benefits

Performance Appraisal (nh gi thnh qu lao ng)

Recruitment and selection: to attract and to employ new employees who have abilities,

skills, experiences.
Training and development: To train and to develop employeess skills and abilities to

perform their jobs efficiently and effectively. Performance Appraisal: is the control system which help managers with the information in employees performance. Pay and benefits: to fill job position with talented employees. Labor relations: are activities to maintain the good working relationship among managers and employees. 6. Two ways of recruitment External recruitment Advantages - Attract a large candidates from the labor market. - To offer opportunities to new comers. - To find the best candidates. Internal recruitment Advantages - Candidates are familiar with the organization the goals structure corporate culture. - HR managers know well candidates. - Push up employees motivation and morale. - Less time consuming and less expensive. Disadvantages - Limited candidates be in organisations way.

Disadvantages - High cost of recruitment. - Need more training for new employees

7. Training and development Types of Training and development - Training: teaching employees how perform their current jobs help them to acquire abilities and skills needed to become effective employees. (focusing on short-term skills). - Development: building the knowledge and skills for members so that they are prepared ro take new tasks and challenge in future. (focusing on long-term abilities)
Training:

In class room setting: get experiences from the work setting. On the job training: attend the computer cources and support for the current job.

Development:

In classroom setting On the job training Varied work-experience Formal training

Other training methods: a) Orientation training. b) Conferences and case discussion groups. c) Cross training: employees are taught multiple skills. d) On the job training and off the job training. e) Apprenticeship. f) Online training g) Job similation. 8. Performance Appraisal - It is the control system for comparing employees actual performance with the expected performance . - It is used in making decisions about Retraining Promotion # demotion Rewarding Firing - Performance appraisal serves two different purposes: + It can provide managers with the information they need to know how well employees perform their jobs and their contribution to the company. + It can provide managers with the information about the employees strengths and weaknesses for the development purpose.

9. Effects of salary and benefits toward working people. High salary and benefits Recruit Select Retain Raise costs Costs advantages high performers Low salary and benefits Not retain Not motivate employees

The oganisation offer high/avarage/low salaries based on: + Performance + Qualifications. + Seniority + Abilities and skills. Ways of paying salaries: Depending on Seniority/Degrees - High degrees high salaries. - Long working time high salaries. Benefits: - Annual leave days. - Paid vacation - Sick leave - Time off for pregnancy - Moving house Salary and benefits are the marketing tools that the company used to attract qualified employees; providing employees with incentives to work effectively and efficiently; keeping talented employees from leaving and going to competitors. When the company offers unfair compensations cause employees marale problems. 10. The managerial skills: Conceptual skills: + Ability to analyze a situation between cause and effect. + They are associated with obstract thinking. Interpersonal skills: - Insurances: life insurance, health insurance, disability insurance. - Pension plan: Fringe benefits, car/laptop/mobile phone, employee discount for Cos product. Depending on job titles/job task Skills/abilities/experiences/ contribution high/low salary Depending on job completed MBO + Creativity. + Working time.

+ Ability to understand/to control the bahaviors of others. + Ability to communicate/to work well with others. Technical skills: + Skills for performaning specilized tasks. + Techniques require to perform tasks. Skills and qualifications: + An ability to do something well. + Learn how to do it/ how to practice it. + Education: teach people how to think. + Training: to train for a specific job. Other sub skills for managers: + Writing skills: business writing, memo, report, business letter. + Computer skills: presentation, email, the internet. + Verbal skills: give talks, access in meeting, communication skills and good speaker is a good listener. + Time management skills: how to setting priority, dalegating work, dealing with interruptions. Decision making skills: - Requires the assessment of costs and benefits. - Decision making is the process of identifying problems and solving them. 11.Organazational culture (OC): The OC is the shared sat of beliefs/expectations/norms/work routines/values of an organization that influence the organizational members ralating one to another and cooperate to achieve the goals. It shows how organizational members are treated. It identifies what is acceptable and what is not. Characteristics of founder
(That means the founders of a new organization play an important role in creating and maintaining the organization culture)

Employment Relationships
(HR policies and practices shape OC)

Organizational Ethics
(Foundation for OC)

Organazational culture Organization Structure

(different kinds of structure bring different culture)